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Proprietary and Confidential
1
WEBINAR
Traditional Store Audits are Outdated:
A New Approach to Protecting Your Brand and
Boosting Franchisee Success
Thursday, May 23rd 2:00p.m EDT
Proprietary and Confidential
2
Speakers:
Keith leads the Restaurant Vertical for Auxis. In
addition to Auxis’ traditional service offerings in BPO,
ITO, and Digital Transformation, the Restaurant
Services line offers unique, industry-specific solutions
for Brand Protection, Integrated Franchisee and
Customer Care, and IT and POS support. Keith has
worked extensively across restaurant brands such as
Subway, Dunkin’, Jamba, Auntie Anne’s, Cinnabon,
Moe’s Southwest Grill, McAlister’s Deli, and more. Prior
to Auxis, Keith held leadership roles with DHL and
KPMG, specializing in large-scale transformation
programs that help companies modernize their
operations through a combination of operating model
redesign and technology enablement.
Keith Sayewitz
Restaurant Vertical Leader
Beto Guajardo currently holds the position of President
and CEO at Blaze Pizza. His career includes significant
roles across various companies such as Focus Brands,
Starbucks, Levi Strauss & Co., and McKinsey. He is
recognized for his contributions to the growth and
development of global foodservice brands, with a
particular emphasis on incorporating technology and
innovation. In his current role, he focuses on enhancing
the fast-casual dining experience, driving growth, and
prioritizing personalized customer service. Guajardo's
professional journey reflects a combination of strategic
foresight and operational proficiency, contributing
notably to the foodservice and franchising sectors.
Beto Guajardo
CEO
As the Senior Principal of the Consumer & Retail
Practice at Point B, Julie brings over 20 years of
experience crafting outstanding customer and
employee experiences. Her expertise lies in guiding
clients to foster engaged and loyal relationships.
Julie has successfully led prominent retailers through
visionary innovation design, strategic omnichannel
development, in-store digital experiences, and
initiatives focused on consumer and employee
engagement and loyalty. Julie holds an MBA from
MIT Sloan School of Management and a BA from the
University of Michigan.
Julie Smith
Senior Principal of the Consumer
& Retail Practice
Proprietary and Confidential
3
Goal & Agenda of our Session
Interactive discussion on the future of
Compliance Audits.
• What do we mean by brand consistency & why does
it matter?
• What’s working and why / limitations of the current
model?
• A better model than the “Surprise Visit” – frequent
visits.
• How will technology enable the future of
compliance audits?
• How do we merge technology & people at a scalable
cost?
Agenda Proprietary and Confidential
Proprietary and Confidential
4
Polling Question #1 & 2
Do you know what
excellence looks like for
your brand?
• Yes
• I know it when I see it
• No
Would all your frontline associates
and store managers define it the
same way?
• Yes
• No
Proprietary and Confidential
5
What do we mean by brand consistency &
why does it matter?
Human beings crave
consistency and
predictability.
When consumers choose
you, they have a
preconceived idea of
what to expect.
How can you shape this
perception, and then
ensure you are living up
to it?
Proprietary and Confidential
6
Polling Question #3
How Often Do you Visit Your Stores?
• Not At All
• 1-2 Times Per Year
• 3-4 Times Per Year
• 5+ Times Per Year
Proprietary and Confidential
7
Today’s Model
• In- Person Visits.
• 3rd Party in person + District Leadership
• 1-2 Times Per Year.
• “Surprise visits” - stores can’t cheat the process
• Sometimes merges food safety & operations.
• “Auditors” & restaurant can build a rapport.
• See what’s happening live
• Human to Human Interaction
• Hard to hide issues
• Difficult to scale
• Geographic / travel complexity
• District leadership not “elevated”
• Cost Per Audit is high – driving less frequent visits
• Limited technology enablement
• Data not leveraged to drive macro actions
• Difficult to execute “off-schedule“ visits.
• LTO Check-ins
• NSO Check-ins
What’s working and why-limitations of the current model?
Limitations of Today’s Model
Benefits
Proprietary and Confidential
8
Polling Question #4
Do you believe your compliance program is driving operational
excellence?
• No
• Yes
• I don’t know, I can’t measure it
• Partially, but it can be significantly improved
Proprietary and Confidential
9
Polling Question #5
What do you see as the main challenges of your current compliance
program?
• It is too costly to achieve desired benefits.
• It is too focused on food safety & not operational excellence.
• It is not data & technology enabled
• We are not doing enough with the results
Proprietary and Confidential
10
The surprise visit has been universally accepted as a way to catch stores. Due to cost
constraints this was considered the best mouse trap available to brands.
“Wouldn’t we rather drive
consistent execution than
catch someone failing”
Frequent Quarterly Visits = Sustained Operational Execution
A better model than the ”Surprise Visit” – Frequent Visits
Proprietary and Confidential
11
Polling Question #6
Are you planning to implement technology (such as IOT devices) into
your compliance program?
• Yes, we have a plan.
• Yes, but we have no plan.
• No
• Don’t know - but we see value in it.
Proprietary and Confidential
12
Social
Data
Video
+ AI
• Temperature Monitoring
• In-store Music
• In-Store Promotions
• Climate Cost Control
• Fraud Detection
• Food Prep Analysis
• LTO Compliance
• Cleanliness Checks
• Consumer Feedback
• Scrape Operational Data
• Food Consistency
• Cleanliness
• Overall Experience
Technology & the Future of Compliance Audits
IoT
Devices
What is the journey to use technology to reduce operational
compliance costs and enable consistency?
Proprietary and Confidential
13
Frequent
Visits
Consistent Consumer Experiences &
Customer Loyalty at Scale
What’s the “Secret Sauce” To Achieve Consistent
Operational Execution
Nearshore
Low Cost
Per Visit
Remote
Brands
Experts
Technology
Enablement
Proprietary and Confidential
14
Franchisee & Customer Feedback
Franchisee Feedback
• “The experience with the review is perfect . The auditor is nice and gives
pointers for the things that need to improve that will be helpful for the
business operations as well as customer satisfaction”.
• “ “Mr. Alaa is very friendly and always gives good advice or coaching all
the times. I'm happy to work with him in OER time”.
• “As a first time handler of OER,I am impressed how it goes and coach
Karol was very patient. Thank you so much, coach!”
• “A MASSIVE Thank you for being so kind and polite with us coach, and
for explaining to us where we could improve in our store to reach a full
potential, it was a totally educational day and very enjoyable, it was
AMAZING”.
Survey Question Score
Adequate information received to prepare for review. 97.95%
Review was useful & productive. 98.10%
Coach Friendliness. 98.50%
Ease of Scheduling. 98.15%
Time it took to complete OER. 97.65%
Audio & Video Quality. 97.50%
Average Score 98.64%
Our overall customer satisfaction scores now sit at 98%, and, even more
important, we’re seeing an 8.5–12.5% sales increase at sites taking
advantage of virtual coaching, compared to those that haven’t yet engaged
this resource. – Jim Holthouser, CEO of Focus Brands.
Proprietary and Confidential
15
Polling Question #7
Do you think a technology enabled virtual program can meet your
needs?
• No
• Yes
• Yes, but I don’t think this would work for my brand
Thank You!
Keith Sayewitz
Auxis Restaurant Leader
347 419 1393
Keith.Sayewitz@auxis.com
www.auxis.com
Proprietary and Confidential
17
Brand Protection Use-Cases
• Periodic assessment that covers
set of operational & brand
categories.
• COE resource walks through a
script verifying each area with
picture / video evidence.
• Detailed report sent post
assessment providing a score and
detailed feedback
• Subsequent assessment
scheduled based on results of
previous assessment
• Data flows to analytics repository
for trend analysis
Standard
Program is highly flexible and can be used in a variety of ways based on your needs. This includes level of brand knowledge, frequency,
duration, categories, content, etc.
• Similar to “Standard” but more
consultative in nature.
• Shared service resource is
“coaching” on best practice
during the assessment process.
• Assessment generally takes longer
and is more interactive
• COE resource training more
robust and generally includes in-
store training.
• Report & analytics created same
as a standard assessment
“Coach”
• Assessment to accompany the
launch of a new marketing
campaign, product launch or New
Store Opening
• Designed to confirm stores are
“ready” have POP, Pricing, etc.
setup to be executed.
• Drives increased compliance in
programs or store operations
from day 1.
• Helps ensure target ACV at
earliest point.
LTO / NSO
• Assessment done based on a
specific operational issue.
• Intended to check in on a very
specific operations topic. For
example, Consumer Feedback that
a specific new beverage not being
prepared properly. (e.g. too sweet,
etc.)
• Shorter in duration than a
standard assessment
• Example: Previous customer used
this to address feedback that
Pretzels were being sold “with a
burnt taste”.
Point

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Traditional Store Audits are Outdated: A New Approach to Protecting Your Brand and Boosting Franchisee Success

  • 1. Proprietary and Confidential 1 WEBINAR Traditional Store Audits are Outdated: A New Approach to Protecting Your Brand and Boosting Franchisee Success Thursday, May 23rd 2:00p.m EDT
  • 2. Proprietary and Confidential 2 Speakers: Keith leads the Restaurant Vertical for Auxis. In addition to Auxis’ traditional service offerings in BPO, ITO, and Digital Transformation, the Restaurant Services line offers unique, industry-specific solutions for Brand Protection, Integrated Franchisee and Customer Care, and IT and POS support. Keith has worked extensively across restaurant brands such as Subway, Dunkin’, Jamba, Auntie Anne’s, Cinnabon, Moe’s Southwest Grill, McAlister’s Deli, and more. Prior to Auxis, Keith held leadership roles with DHL and KPMG, specializing in large-scale transformation programs that help companies modernize their operations through a combination of operating model redesign and technology enablement. Keith Sayewitz Restaurant Vertical Leader Beto Guajardo currently holds the position of President and CEO at Blaze Pizza. His career includes significant roles across various companies such as Focus Brands, Starbucks, Levi Strauss & Co., and McKinsey. He is recognized for his contributions to the growth and development of global foodservice brands, with a particular emphasis on incorporating technology and innovation. In his current role, he focuses on enhancing the fast-casual dining experience, driving growth, and prioritizing personalized customer service. Guajardo's professional journey reflects a combination of strategic foresight and operational proficiency, contributing notably to the foodservice and franchising sectors. Beto Guajardo CEO As the Senior Principal of the Consumer & Retail Practice at Point B, Julie brings over 20 years of experience crafting outstanding customer and employee experiences. Her expertise lies in guiding clients to foster engaged and loyal relationships. Julie has successfully led prominent retailers through visionary innovation design, strategic omnichannel development, in-store digital experiences, and initiatives focused on consumer and employee engagement and loyalty. Julie holds an MBA from MIT Sloan School of Management and a BA from the University of Michigan. Julie Smith Senior Principal of the Consumer & Retail Practice
  • 3. Proprietary and Confidential 3 Goal & Agenda of our Session Interactive discussion on the future of Compliance Audits. • What do we mean by brand consistency & why does it matter? • What’s working and why / limitations of the current model? • A better model than the “Surprise Visit” – frequent visits. • How will technology enable the future of compliance audits? • How do we merge technology & people at a scalable cost? Agenda Proprietary and Confidential
  • 4. Proprietary and Confidential 4 Polling Question #1 & 2 Do you know what excellence looks like for your brand? • Yes • I know it when I see it • No Would all your frontline associates and store managers define it the same way? • Yes • No
  • 5. Proprietary and Confidential 5 What do we mean by brand consistency & why does it matter? Human beings crave consistency and predictability. When consumers choose you, they have a preconceived idea of what to expect. How can you shape this perception, and then ensure you are living up to it?
  • 6. Proprietary and Confidential 6 Polling Question #3 How Often Do you Visit Your Stores? • Not At All • 1-2 Times Per Year • 3-4 Times Per Year • 5+ Times Per Year
  • 7. Proprietary and Confidential 7 Today’s Model • In- Person Visits. • 3rd Party in person + District Leadership • 1-2 Times Per Year. • “Surprise visits” - stores can’t cheat the process • Sometimes merges food safety & operations. • “Auditors” & restaurant can build a rapport. • See what’s happening live • Human to Human Interaction • Hard to hide issues • Difficult to scale • Geographic / travel complexity • District leadership not “elevated” • Cost Per Audit is high – driving less frequent visits • Limited technology enablement • Data not leveraged to drive macro actions • Difficult to execute “off-schedule“ visits. • LTO Check-ins • NSO Check-ins What’s working and why-limitations of the current model? Limitations of Today’s Model Benefits
  • 8. Proprietary and Confidential 8 Polling Question #4 Do you believe your compliance program is driving operational excellence? • No • Yes • I don’t know, I can’t measure it • Partially, but it can be significantly improved
  • 9. Proprietary and Confidential 9 Polling Question #5 What do you see as the main challenges of your current compliance program? • It is too costly to achieve desired benefits. • It is too focused on food safety & not operational excellence. • It is not data & technology enabled • We are not doing enough with the results
  • 10. Proprietary and Confidential 10 The surprise visit has been universally accepted as a way to catch stores. Due to cost constraints this was considered the best mouse trap available to brands. “Wouldn’t we rather drive consistent execution than catch someone failing” Frequent Quarterly Visits = Sustained Operational Execution A better model than the ”Surprise Visit” – Frequent Visits
  • 11. Proprietary and Confidential 11 Polling Question #6 Are you planning to implement technology (such as IOT devices) into your compliance program? • Yes, we have a plan. • Yes, but we have no plan. • No • Don’t know - but we see value in it.
  • 12. Proprietary and Confidential 12 Social Data Video + AI • Temperature Monitoring • In-store Music • In-Store Promotions • Climate Cost Control • Fraud Detection • Food Prep Analysis • LTO Compliance • Cleanliness Checks • Consumer Feedback • Scrape Operational Data • Food Consistency • Cleanliness • Overall Experience Technology & the Future of Compliance Audits IoT Devices What is the journey to use technology to reduce operational compliance costs and enable consistency?
  • 13. Proprietary and Confidential 13 Frequent Visits Consistent Consumer Experiences & Customer Loyalty at Scale What’s the “Secret Sauce” To Achieve Consistent Operational Execution Nearshore Low Cost Per Visit Remote Brands Experts Technology Enablement
  • 14. Proprietary and Confidential 14 Franchisee & Customer Feedback Franchisee Feedback • “The experience with the review is perfect . The auditor is nice and gives pointers for the things that need to improve that will be helpful for the business operations as well as customer satisfaction”. • “ “Mr. Alaa is very friendly and always gives good advice or coaching all the times. I'm happy to work with him in OER time”. • “As a first time handler of OER,I am impressed how it goes and coach Karol was very patient. Thank you so much, coach!” • “A MASSIVE Thank you for being so kind and polite with us coach, and for explaining to us where we could improve in our store to reach a full potential, it was a totally educational day and very enjoyable, it was AMAZING”. Survey Question Score Adequate information received to prepare for review. 97.95% Review was useful & productive. 98.10% Coach Friendliness. 98.50% Ease of Scheduling. 98.15% Time it took to complete OER. 97.65% Audio & Video Quality. 97.50% Average Score 98.64% Our overall customer satisfaction scores now sit at 98%, and, even more important, we’re seeing an 8.5–12.5% sales increase at sites taking advantage of virtual coaching, compared to those that haven’t yet engaged this resource. – Jim Holthouser, CEO of Focus Brands.
  • 15. Proprietary and Confidential 15 Polling Question #7 Do you think a technology enabled virtual program can meet your needs? • No • Yes • Yes, but I don’t think this would work for my brand
  • 16. Thank You! Keith Sayewitz Auxis Restaurant Leader 347 419 1393 Keith.Sayewitz@auxis.com www.auxis.com
  • 17. Proprietary and Confidential 17 Brand Protection Use-Cases • Periodic assessment that covers set of operational & brand categories. • COE resource walks through a script verifying each area with picture / video evidence. • Detailed report sent post assessment providing a score and detailed feedback • Subsequent assessment scheduled based on results of previous assessment • Data flows to analytics repository for trend analysis Standard Program is highly flexible and can be used in a variety of ways based on your needs. This includes level of brand knowledge, frequency, duration, categories, content, etc. • Similar to “Standard” but more consultative in nature. • Shared service resource is “coaching” on best practice during the assessment process. • Assessment generally takes longer and is more interactive • COE resource training more robust and generally includes in- store training. • Report & analytics created same as a standard assessment “Coach” • Assessment to accompany the launch of a new marketing campaign, product launch or New Store Opening • Designed to confirm stores are “ready” have POP, Pricing, etc. setup to be executed. • Drives increased compliance in programs or store operations from day 1. • Helps ensure target ACV at earliest point. LTO / NSO • Assessment done based on a specific operational issue. • Intended to check in on a very specific operations topic. For example, Consumer Feedback that a specific new beverage not being prepared properly. (e.g. too sweet, etc.) • Shorter in duration than a standard assessment • Example: Previous customer used this to address feedback that Pretzels were being sold “with a burnt taste”. Point

Editor's Notes

  1. Julie content – Beto weighs in Julie comments... Almost as many consumers will not eat a restaurant based on negative feedback from friends (or even online review) as those with a health inspection warning. Top Dining Trends for 2024 [Free Report] (touchbistro.com) 73% of consumers ditch brands after just one bad experience  When customers encounter a consistent brand experience, it creates a sense of trust, leading to higher customer loyalty and repeat purchases. Consistent brand presentation across all mediums can increase revenue by up to 23% (Lusid Press).  And it can cut the other way too. And if you have a bad experience at one location (or see one on social and review sites), it can be a stain on every location. Experience and research show us that consistency in in-store operations leads to significantly lower cost-to-serve, a dramatic increase in employee engagement leading to greater customer satisfaction, and ultimately, 10-20% increases in sales conversion.
  2. Keith to present – Julie and Beto Feedback
  3. Who presents this?
  4. TBD Role?
  5. Beto to present
  6. Speaker: Keith, then hands off to Point B for wrap up on next slide
  7. Speaker: Keith